A STRATEGY FOR PERFORMANCE EXCELLENCE Performance Excellence Series

A STRATEGY FOR PERFORMANCE EXCELLENCE

Performance Excellence Series Training Module Elements Executive Overview Lecture notes Knowledge Breakthrough Tools Workbook Lecture notes Participant manual

Table of Contents Knowledge Breakthrough Session 1. 0 Session 2. 0 Session 3. 0 Session 4. 0 Session 5. 0 Session 6. 0 Session 7. 0 Introduction…………… 3 Wastes Elimination………………… 7 One-piece flow…………. 26 Single Minute Exchange of Dies…. . 65 Visual Control and Workplace Organization…………… 78 Quality the first time, every time… 97 Total Productive Maintenance…. . . 127

Continuous Improvement Is the continuous elimination of waste

What Does Kaizen Mean? + KAI To modify, to change ZEN Think, make good, make better = KAIZEN Make it easier by studying it, and making the improvement through elimination of waste.

CPI (Continual Performance Improvement) Process Improvement Project Implemented Maintenance of Process Performance Time • Data Driven Methodology to Magnify Impact of Process Improvement • Apply Control Techniques to Eliminate Erosion of Improvements • Proceduralize/Standardize Improvements for Improved Maintenance of Critical Process Parameters CPI Projects Emphasize Control and Long Term Maintenance Savings Kaizen Time • Use Small Teams to Optimize Process Performance by Implementing Incremental Change • Apply Intellectual Capital of Team Members Intimate with Process Kaizen Projects Emphasize Incremental Improvements Kaizen Savings Why Kaizen CPI Time

The Nine types of waste 9 Wastes • • • Overproduction Delays (waiting time) Transportation Process Inventories Motions Defective products Untapped resources Misused resources

1. Overproduction 9 Wastes To produce more than is required * To produce before required * *Required by external and internal customers

Elimination of Wastes and Continuous Improvement • The Secret: • Be Systematic • • • Work with a versatile team Measure, evaluate Find the 5 Whys Follow up Standardize, make uniform Simplify Combine Prevent Make waste ugly

Think Break Exercise 1: Wastes Identification 1. List at least one example of each of the 9 categories of waste from a process within your organization. 2. Identify at least one possible cause for each of the specific wastes listed. 3. Propose one or more actions to reduce each of these wastes. 4. Identify methods of measurement to determine results of waste reduction efforts.

Think Break Exercise 1: Wastes Identification

We will learn to: • Recognize our lead-times • Identify their components • Reduce them with the help of – the dedicated lines – a one piece flow • Establish dedicated lines – in relation to family of parts – in relation to TAKT time • Attain one piece flow

When the delivery lead-time is bigger than the manufacturing lead time: This is life! Delivery lead time Manufacturing lead time If not, it’s torture… Delivery lead time Manufacturing lead time

What is the solution? False appearance of a solution Delivery lead time Manufacturing lead time Generate and support stocks Solution… Delivery lead time Manufacturing lead time

How to reduce the manufacturing lead time? Delivery lead time Manufacturing lead time Identify and eliminate all wastes in our manufacturing processes Example: manufacture a Total operations: 6 hours Mfg. lead-time: 40 days = Difference: 320 hours 314 hours ?

What are processes made of ? Delivery lead time Manufacturing lead time Example: manufacture a Total operations: Mfg. lead-time: 40 days = Difference: Storage, 98% Transport, Waiting time 6 hours 320 hours 314 hours

Visual Control & the Workstation To Sort To Straighten Eliminate what’s not absolutely necessary Ensure space for each thing, and a thing for each space. No more searching. The 5 S To Sustain To Sanitize Improvement of the workstation. Be organized to reduce clutter. Maintain continuous effort. This is a way of life. To Sweep Maintain a clean and orderly space to make problems easily identifiable. Eliminate rejects and scrap. .

Visual Control & the Workstation Ergonomics • Adapt the workstation to the employee - more security - more comfort • Reduce waste - excessive fatigue - useless efforts and movement - less physical constraints

Kaizen for the Workplace Training and Sourcebook for Kaizen Worksheets

How to Use This Manual The continuous improvement tools that are presented in Sections 1 -9 of this manual are shown in order of use. These forms MUST be completed in the order presented in this manual. Each section contains a brief description of the tool, its purpose, when to use it, who should use it, how to use it, and the expected results. Remember to focus on the elimination of waste. Strive to maximize yields and obtain cost reductions from existing machinery and equipment before “buying solutions”. Improve current systems and techniques before automation. Automating a system or practices without first having an understanding of the process will not solve underlying process problems. Perhaps the most important point to remember is that we must understand a process before we make any attempt in changing it. “No Tampering” is the first rule of continuous improvement. We can not tamper with a process without understanding it. By using these tools, we will all share a common and systematic approach for questioning, analyzing, proposing solutions, experimenting, and finally, implementing proven changes. “The problems that exist in the world today cannot be solved by the same level of thinking that created them. ” Identify waste Leadership Improvement Kaizen Template Measurement

Time Observation Form

How to use it 6. Once the actual cycle times are known, compare them to TAKT time. TAKT Time for measurable, repetitive task processes is calculated as follows: A. Calculate the total time available per shift, day, etc. excluding breaks and lunches. Let’s say that we have a full 8 hours available. 8 hours would equal 480 minutes or 28, 800 seconds. B. Determine the required product quantity. [How many units have been sold] For this example, let’s use 395 units for the required production for this operation. C. Next, divide the total time available by the required production to arrive at the TAKT Time. 28, 800 / 395 = 73 seconds per unit. D. Compare this TAKT time to the average cycle time of the observation. 1. 2. If TAKT Time is greater than average cycle time, then we can conclude that the required production can be met within the total time available. However, we need to examine adding work from another process to minimize idle time. If TAKT Time is less than average cycle time, then we can conclude that the required production cannot be met within the total time available. We must eliminate work through Kaizen or transfer work to another worker.